Unfortunately, the process of decision-making is often based on so many, often irrational factors, that the pharmaceutical sales representative has his or her work cut out. Healthcare professionals and doctors in particular are not able to operate in an emotional vacuum, even though it is often difficult for them to maintain their work (and indeed their sanity) due to the difficult environments that they occupy. These people have to live in the same world as you and I, pick up many positive and negative emotions as they go about life and have their own opinions, of course. So many different factors determine how they make up their mind on any number of issues and this process is often referred to in pharma training.
As the marketplace becomes more diverse, more competitive and is subject to more restriction, pharmaceutical companies must ensure that their employees are trained to deal with the new reality. Some studies have shown that emotional factors can account for almost as many motivational triggers as their rational counterparts. Whether the professional is aware of the situation or not is conjecture, but it certainly makes the role of the pharmaceutical sales representative a lot more difficult. The professional may be inspired by a particular brand reputation, by a particularly positive or negative reaction from a client or two and could form opinions based on the overall success of a brand marketing campaign. Often, if a brand is not able to establish its superior position effectively, it may not be able to convince a healthcare professional, due to their avowed intent to look after the patient, first and foremost.
In our evolving market, key account management training has to focus on a very detailed analysis of decision-making, as the individuals responsible become more adept. This is far more difficult than it might seem on the face of it, as emotional factors often drive the professional’s choice and these factors may not be consciously or subconsciously apparent. Nevertheless, a keen observation may reveal subtle clues, be they visual, spoken or sometimes written and this data should be gathered and assessed to enable a pattern to be revealed.
Certain insight research groups are beginning to compile trend information and analysing the emotional needs of physicians and practitioners, providing such information to the pharmaceutical industry. Consultants should pay particular attention to the findings of these surveys, which could help where the particular organisation can improve. With this information, key account management training should then be modified to ensure that the approach is consistent with the needs of the client, from both a rational and from an emotional perspective.
In the ultimate position, the pharmaceutical sales company will be more aware of individual buying decisions than the individual responsible for making the decision. It’s important to understand that emotional triggers cannot only affect individual prescription decisions, but also affect engagement from an overall perspective. As such, if the pharmaceutical company can make significant changes to its way of doing business, it can often assuage any objections from the client.
The market is likely to become even more regulated and more highly competitive; we are sure to see these emotional buying triggers, in greater number.
Alan Gillies is the Director of L2L Consulting, an elite pharmaceutical consultancy firm which specialises in Strategy Development and Implementation Excellence for prestigious multi-national organisations.
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